Bridging the Rigour-Relevance Gap in Management Research: It's Already Happening

Kieser and Leiner (2009) maintain that the rigour–relevance gap in management research is fundamentally unbridgeable because researchers and the researched inhabit separate social systems. They argue that it is impossible to assess the relevance of research outputs within the system of science and t...

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Veröffentlicht in:Journal of management studies Jg. 46; H. 3; S. 534 - 546
Hauptverfasser: Hodgkinson, Gerard P., Rousseau, Denise M.
Format: Journal Article
Sprache:Englisch
Veröffentlicht: Oxford, UK Blackwell Publishing Ltd 01.05.2009
Wiley Blackwell
Schriftenreihe:Journal of Management Studies
Schlagworte:
Action research
Business studies
Collaboration
Management
Management science
Organization theory
Rigour
Social systems
Studies
Systems theory
ISSN:0022-2380, 1467-6486
Online-Zugang:Volltext
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Zusammenfassung:Kieser and Leiner (2009) maintain that the rigour–relevance gap in management research is fundamentally unbridgeable because researchers and the researched inhabit separate social systems. They argue that it is impossible to assess the relevance of research outputs within the system of science and that neither action research nor related approaches to collaborative research can succeed in producing research that is rigorous as well as relevant. In reply, we show how their analysis is inconsistent with available evidence. Drawing on a diversity of management research domains, we provide counter‐illustrations of work where researchers, in a number of cases in collaboration with practitioners, have generated knowledge that is both socially useful and academically rigorous.
Bibliographie:ark:/67375/WNG-NQH3SBQB-Z
ArticleID:JOMS832
istex:EF9227A89E54838E257F0C196D65CB27678BB43C
SourceType-Scholarly Journals-1
ObjectType-Feature-1
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ObjectType-Article-2
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ISSN:0022-2380
1467-6486
DOI:10.1111/j.1467-6486.2009.00832.x